Astral meanderings: July 2025

Table of Contents

The Choreography in the Theatre of Leadership Performance invites corporate leaders to reimagine their role not merely as strategic operators or decision-makers, but as dynamic performers in a larger theatre of collective excellence. Drawing deeply from the aesthetics and philosophy of Indian classical music and dance, the paper presents a compelling metaphor: leadership as choreography. In this metaphorical theatre, the leader moves fluidly between three interdependent roles – the choreographer who crafts the vision and orchestrates the structure; the performer who embodies values through presence and action; and the accompanist who, with humility and empathy, enables others to shine.

At the heart of this model lies the rhythmic language of the tabla – a sophisticated percussion tradition where structured compositions (Kaida) allow for endless improvisation (Palti), yet always return to a central beat of resolution and purpose (Sam). These rhythmic concepts offer leaders a powerful way to think about the balance between stability and adaptability, systems and spontaneity, rules and innovation. Just as a tabla player plays within a cycle but never loses the pulse, a leader must operate within frameworks while staying attuned to the shifting tempo of business realities. The paper positions Sam as the enduring values and shared purpose that all efforts must return to, Kaida as the operational and cultural frameworks that guide performance, and Palti as the agile, creative responses leaders and teams must generate in real time.

One of the central ideas the paper advocates is the revival of Sahahridaya—a Sanskrit term meaning “shared heart”—as a foundational leadership quality. Borrowed from the Indian aesthetic tradition, where the accompanist supports the main performer with deep emotional attunement, Sahahridaya in leadership manifests as the capacity to listen, feel, and lead with resonance. It is the quiet power of holding space, responding in the moment, and elevating others. In a time when leadership is often reduced to metrics and mechanistic models, this paper argues for a more human, artistic, and emotionally intelligent paradigm—where empathy is not an optional trait but a central capability.

Through vivid scenarios—leading teams through conflict, guiding organizations through transformation, fostering innovation, and managing crises—the paper translates these artistic metaphors into familiar corporate challenges. Each section illustrates how leaders can choreograph structure and flow, perform with authenticity, and accompany others with grace and generosity. The examples are not abstract thought experiments; they are grounded in practical insight and show how artistry in leadership translates into clarity, agility, and collective trust.

Ultimately, the paper advocates a shift in leadership consciousness—from command-and-control to composition-and-co-creation, from rigid planning to rhythmic improvisation, from heroic soloism to shared excellence. It calls upon leaders to embrace their work as an expressive, deeply human act—an act of aligning minds and hearts toward a common horizon. Leadership, seen this way, becomes not only more effective but also more meaningful. It is no longer just a means to results but a performance that inspires, connects, and transforms.

In essence, this is a manifesto for those who seek to lead with both precision and soul, structure and spontaneity, ambition and empathy. It offers a fresh lens for those who believe that the true performance of leadership lies not in control, but in cultivating harmony—within teams, across systems, and in the hearts of those they lead.

Introduction
Leadership is often described as an art – a blend of intuition, skill, and creativity. Perhaps nowhere is this more evident than when we view leadership as a kind of performance. Imagine an Indian classical dance or music concert: a dancer glides across the stage to intricate rhythms, a tabla player anchors the beat while responding spontaneously to the dancer’s moves, and a choreographer’s vision underlies the entire production. Performer, accompanist, and choreographer work in tandem, improvising within a structured framework to create an experience that captivates the audience. In the corporate world, a leader’s arena is not so different. In the theatre of leadership performance, the executive and their team perform for an audience of stakeholders, clients, and employees. There is a choreography at work – a careful interplay of vision, execution, collaboration, and emotional connection. This paper explores how concepts from Indian classical arts – rhythmic cycles from tabla drumming (such as Sam, Kaida, and Palti), roles in ensemble performance (the choreographer, performer, and accompanist), and the aesthetic principle of Sahahridaya (shared heart or empathetic resonance) – can illuminate the practice of effective corporate leadership. Blending philosophy with practicality, we will see how structure and improvisation, tradition and innovation, individuality and unity all dance together in successful leadership. Illustrative examples in team leadership, organizational change, innovation, and crisis management will demonstrate these ideas in action. The goal is an intellectually engaging yet accessible journey – one that treats leadership as a living art form, with the leader as both artist and guide, choreographing performance and cultivating collective excellence.

The Leader as Choreographer: Crafting Vision and Structure

Every great performance begins with a vision. In Indian dance or musical theatre, the choreographer is the visionary architect of the production. They design the sequences of movement and melody, set the narrative or theme, and fuse tradition with innovation to create meaning. Similarly, a corporate leader in the role of a choreographer crafts the overarching vision and structure for their organization’s performance. Like an artistic director, the leader must balance preserving core principles and exploring new ideas. In classical terms, the choreographer respects the shastras (ancient guidelines or established techniques) while adapting to engage a contemporary audience – just as a business leader honors timeless values and proven practices, yet updates strategy for changing markets.

The leader-as-choreographer is a storyteller and designer of experience. They frame the “story” of the organization – its mission, values, and goals – in a way that resonates emotionally, not just intellectually. In Indian performance, a choreographer aims to evoke rasa, the aesthetic essence or emotional flavor, through the story (be it a mythological tale or a modern message). In leadership, this corresponds to instilling a sense of purpose and passion in the team. A CEO might, for example, articulate a compelling vision of how the company’s work improves customers’ lives, turning a strategic plan into an inspiring narrative that employees can see themselves a part of. By choreographing a clear and engaging vision, the leader provides direction and meaning – much like an Ustad (master) composing a raga that musicians will bring to life.

Crucially, the choreographer’s vision is incomplete without others to perform it. In dance, no matter how brilliant the choreography, it needs dancers on stage and musicians in the pit to realize it. Likewise, a leader’s strategies and plans only come to fruition through the efforts of their team and partners. This interdependence calls for humility: the choreographer-leader must acknowledge that their role is to serve the performance, not to be the sole star. Indian philosophy often views art as an offering to the divine (Naada Brahma – “the Divine in sound”) or a means to transcend ego. A leader embracing this mindset designs organizational “choreography” not for personal glory but to achieve a higher purpose – be it customer satisfaction, innovation, or social impact. In practical terms, that means creating structures and processes (the “stage” and “script”) that enable others to shine. It means balancing creativity and constraints: providing a framework in which the team can improvise and excel.

In the language of tabla music, a Kaida is a fixed composition or a set pattern that serves as a training ground and point of departure for improvisation. The word Kaida literally means “rule” or “framework.” A tabla player presents a composed theme and then explores endless variations (called paltas or paltis) around that theme, always returning to the original motif. For a leader, the vision and strategy are like a Kaida – a stable framework or playbook that gives the organization form and direction. Within that structure, team members can be creative and adapt to circumstances, much as musicians improvise within a raga. The leader-choreographer establishes the taal (rhythmic cycle) of work – deadlines, processes, benchmarks – which provides timing and order. They also emphasize key motifs or values that must be hit regularly (analogous to recurring movements in a dance or the refrain of a song). This structure does not stifle creativity; rather, it enables disciplined innovation. Like a classical composition that has room for imaginative elaboration, an organization with clear values, roles, and goals gives people the confidence to take initiative, knowing what the non-negotiables are.

Consider a leader planning a major organizational change – for example, implementing a new business model. Approaching this as a choreographer, the leader would first develop a narrative for why the change matters (the storyline) and outline the new processes or team structures needed (the choreography). They might draw on the “traditional” strengths and principles of the company as anchors, even as they introduce modern elements (new technologies or workflows). This is akin to a choreographer blending classical steps with contemporary dance moves to refresh a performance while keeping its soul intact. Throughout the rollout, the leader watches the “performance” unfold, fine-tuning the sequence of events and ensuring each department understands its part in the bigger picture. By crafting a clear vision and structure for change, and communicating it in an inspiring way, the leader sets the stage on which the entire organization can perform confidently.

The Leader as Performer: Embodying Values and Action

While crafting the vision is critical, leaders must also step into the spotlight at times – much like the performer in a play or concert who brings the script or score to life. In Indian classical arts, the performer (be it a dancer, vocalist, or instrumentalist) is the medium through which the audience experiences the art. They embody the work with technical mastery (tayyari or rigorous practice) and emotional expression (bringing out the bhava or sentiment). In the corporate arena, the leader as performer is the one who models desired behaviors, sets the tone through their actions, and often serves as the face of the organization’s values.

A performer in a classical dance might spend years in riyaz (practice) to execute complex footwork flawlessly, but what truly captivates the audience is how authentically they convey emotion and connect with the viewers. Likewise, a leader’s credibility comes not just from their position or strategic plans, but from the visible actions and integrity they demonstrate daily. This is leadership presence – the authenticity and energy a leader brings into meetings, presentations, and one-on-one interactions. When a leader performs well, they demonstrate the company’s values in action: for example, showing transparency and steadiness in a crisis, or enthusiasm and curiosity during an innovation initiative. They essentially “walk the talk”, turning abstract values into concrete behaviors that people can observe and emulate.

There is also an element of communication and influence in the leader’s performance. In theatre, an actor uses voice, gestures, and timing to command attention and guide the audience’s emotional journey. Similarly, leaders often find themselves on figurative (or literal) stages – presenting a vision at an all-hands meeting, negotiating a deal, or energising a team before a big project. How they deliver the message can determine whether it sparks energy or falls flat. A leader attuned to their performative role will be mindful of storytelling, timing, and audience engagement. For instance, in a townhall address about a new corporate strategy, a leader might share a personal anecdote that exemplifies the core idea, much as a performer uses a small gesture to convey a larger emotion. By doing so, they create a memorable experience, not just a data download. In this sense, effective leadership borrows from the art of performance – using narrative arcs, empathy, and even a sense of timing and rhythm in speeches or initiatives (knowing when to push versus when to pause).

Another crucial aspect is that the performer-leader remains grounded in humility and continuous learning. In Indian tradition, even the most celebrated performers often speak of themselves as instruments of something greater – crediting their gurus or the divine for their talents. This attitude can be healthy for leaders too. It reminds the organization that everyone, including the CEO, is continually practicing and improving. A leader can embody this by being open about their learning process, listening actively to feedback (showing that they are not an infallible star but a dedicated practitioner), and sharing credit generously with the team for successes. Such authenticity in performance builds trust. Employees are more likely to “buy into” a leader’s performance when it’s not just polished charisma, but consistent, values-driven action that they witness over time.

Leaders as performers also understand the power of rituals and symbols, much like a performer respects the sanctity of a stage performance. Simple acts – like taking time to recognize an employee’s contribution in a public forum or maintaining calm decorum when pressures mount – become symbolic performances that reinforce culture. For example, if a company prides itself on innovation, a leader might perform this value by personally demoing a new prototype in front of the team, signaling that experimentation (and potential failure) is welcome at the top. These “performances” can galvanize the organization, just as an inspired dance or musical solo can electrify an audience.

In sum, embracing the performer role means leading by example and being fully present in the moment of execution. It is about translating vision into action with skill and authenticity. A leader who not only charts the course (choreographs) but also exemplifies the journey (performs) lays down a powerful path for others to follow.

The Leader as Accompanist: Empowering Others through Empathy

Perhaps the most subtle and profound leadership role in this artistic metaphor is that of the accompanist. In Indian classical performances, the accompanist (for example, the tabla player in a kathak dance, or the harmonium and tanpura players supporting a vocalist) may not be in the limelight, but their contribution is essential. They provide rhythm, harmony, and responsive support, elevating the lead performer’s presentation. The true artistry of accompaniment lies in sensitive attunement – anticipating and complementing the main performer’s moves in real time. This requires Sahahridaya, a Sanskrit term meaning “shared heart.” Sahahridaya connotes a deep empathy and mutual understanding between artists (and between artist and audience), where each is so in tune with the other that they effectively share one heartbeat.

When leaders take on the role of an accompanist, they practice a form of servant leadership grounded in empathy, collaboration, and adaptability. Rather than directing every note, they hold the space and the rhythm so that others can shine. Think of a manager in a meeting who mostly listens and gently guides the discussion, allowing team members to voice ideas and build on each other’s contributions – much like a tanpura creates a continuous drone that underpins a musical performance, giving the soloist a foundation to explore melodies. Such a leader isn’t passive; they are actively tuning in to the team’s needs, moods, and dynamics. They might notice if one team member is hesitant to speak and subtly invite them in, or if the group energy is low, they might inject a positive rhythm through encouragement or a unifying question.

Empathy is the cornerstone of the accompanist approach. In music, an expert tabla accompanist can sense a dancer’s slight change in footwork or a singer’s improvisational detour and adjust instantly – speeding up, slowing down, softening, or intensifying the beat as needed. Correspondingly, an empathetic leader pays close attention to the “unspoken” signals in their organization. They recognize when a team is stressed and might need a lighter moment, or when an individual’s passion could be harnessed in a new project. This real-time responsiveness creates a dance of mutual awareness: the team feels heard and supported, and in turn they draw inspiration and confidence from the leader’s presence. It’s a virtuous cycle very much like seasoned musicians jamming together – each feeding off the other’s energy in a state of flow.

Sahahridaya as a leadership quality means sharing a common heart with your people – cultivating an atmosphere of trust and emotional resonance. A leader with Sahahridaya doesn’t just understand the logical content of what employees say; they strive to feel what employees feel. For example, if an employee is anxious about a major change, the leader empathist-accompanist acknowledges that emotion (“I sense that this transition is overwhelming, and I share that concern – let’s work through it together”). In doing so, the leader creates a bond of understanding. In Indian aesthetics, the presence of Sahahridaya in an audience member means the success of the performance – it indicates the audience is fully with the performer, experiencing the intended emotion. In leadership, Sahahridaya manifests as organizational unity and loyalty: people feel that their leader “gets” them, so they commit more fully to the shared mission.

Practically, leading as an accompanist involves certain behaviors and mindsets. One is active listening – truly hearing out colleagues and direct reports, not just for their ideas but for the sentiments behind them. Another is seva, or selfless service: the accompanist-leader derives satisfaction from the team’s success rather than personal accolades. In meetings, this might mean giving credit to the person who came up with a solution rather than the leader taking the spotlight. In project execution, it might mean the leader tackles behind-the-scenes tasks that enable team members to focus on their specialties – analogous to a percussionist maintaining the beat so the dancer can perform intricate footwork confidently.

There is also stability in this role. During challenging times, an accompanist provides a steady anchor. In an Indian concert, no matter how wildly the solo improvisation may fly, the drone of the tanpura or the cyclic refrain of the tabla keeps everyone grounded in the rag and taal. Likewise, a leader in accompanist mode offers calm consistency in a crisis. They become the voice that reassures (“We have weathered storms before; our values and core strengths will guide us now”) and the presence that others can rely on when things get chaotic. Just as a drummer might return to a strong downbeat (Sam, the first beat of the cycle) to signal a resolution, the leader emphasizes the company’s fundamental purpose or strategy to realign and reassure the team. This anchoring effect can prevent panic and maintain coherence when multiple departments or stakeholders are under stress.

Finally, a leader-accompanist fosters collective creativity. By engaging in a dialogic give-and-take (mirroring the sawaal-jawaab, or question-answer, improvisation exchanges in music), they encourage others to contribute ideas and solutions. The team feels safe to take the lead at times, knowing the leader will support and embellish their contributions rather than critique from above. In essence, the leader sets a rhythm but welcomes spontaneous solos from team members, weaving them into the overall performance. This approach not only leads to innovative outcomes (since more voices and ideas are heard) but also builds a strong sense of ownership and empowerment across the team. Everyone becomes a co-creator of success, much as an ensemble of musicians co-creates a brilliant rendition on stage.

Rhythm and Improvisation: Leadership Lessons from Tabla

Indian classical music offers a rich metaphor for the balance between structure and flexibility in leadership. A classical tabla performance is governed by a rhythmic cycle (taal) that repeats and provides structure, yet within that cycle the percussionist can introduce countless variations and spontaneous compositions, as long as they resolve back to the cycle on time. Key concepts from tabla – Sam, Kaida, and Palti – can be used to frame how leaders orchestrate steady progress while adapting to change.

Sam: The Guiding Beat of Vision and Values. Sam is the first beat of the rhythmic cycle in Indian music, the moment where all musicians converge in unison. It is the point of resolution and “home” that anchors the rhythm. In leadership, Sam can be likened to the North Star principles or core vision of the organization – the fundamental purpose and values that everyone rallies around. Just as a drummer and dancer always strive to meet again on the Sam despite complex variations in between, effective teams should always reconnect with their primary mission and values after each project cycle or strategic initiative. For instance, a company might define its Sam as “customer-centric innovation” or “improving quality of life through our products.” This overarching ideal is ever-present, even if it sometimes recedes into the background during day-to-day hustle. It symbolizes the ultimate convergence point for all efforts. A leader ensures that amidst all the noise of quarterly targets and firefighting, the team periodically returns to this Sam – reflecting on how their work ties back to the core vision, thus keeping everyone aligned and grounded.
Kaida: Frameworks and Processes that Enable Creativity. A Kaida is a traditional tabla composition that establishes a fixed sequence of beats (a theme) which can then undergo variations. The Kaida provides a structured framework – it has rules about how and when one can deviate and how to return to the theme. In organizations, think of Kaida as the standard operating procedures, cultural norms, and strategies that form the structure within which the team operates. A good Kaida, like a good organizational framework, is balanced: it gives guidance and coherence, but it isn’t so rigid that it stifles innovation. For example, a company’s product development protocol might be its Kaida – there’s a defined stage-gate process from ideation to launch (ensuring quality and alignment), but within each stage, teams have freedom to experiment and improvise solutions. Leaders play a key role in crafting and reinforcing these frameworks. By providing clear processes and clarifying roles (setting the “rhythmic theme”), they enable their teams to innovate without losing sync. An insightful leader realizes that the purpose of structure is not control for its own sake, but to channel creativity productively. Just as every variation in a tabla solo must eventually fit the beat count of the taal, every creative idea in an organization should be shaped to advance the shared goals.
Palti: Agile Variations and Responses to Change. In tabla terminology, a Palti (or palta) is a variation or a turnaround – an improvisational phrase that departs from the main pattern before bringing the musician back to the theme. Paltis showcase the artist’s creativity and adaptability within the comfort of the underlying rhythm. In leadership, we can view each situational response or tactical adjustment as a Palti. The business environment is dynamic: market conditions fluctuate, crises erupt, opportunities emerge unexpectedly. A leader and their team must improvise responses – new ideas, quick pivots, inventive problem-solving – without losing sight of the main beat of the company’s purpose and strategy. For example, consider a technology team suddenly facing a cybersecurity threat (an unscripted event). The “palti” might be an urgent all-hands-on-deck protocol that isn’t part of the usual routine, perhaps patching systems overnight or reaching out to external experts. This is an improvisation off the normal “music” of daily operations. However, the leader ensures this response still aligns with the company’s values (say, transparency and customer focus – thus they communicate openly with clients about the issue and resolution) and that the team returns to normal operations smoothly after the issue (coming back to the established framework or Kaida). In doing so, the organization demonstrates agility within stability. The Palti concept encourages a mindset of preparedness for improvisation – employees are empowered to think on their feet and propose novel solutions when facing new challenges, knowing that as long as they return to the Sam (the core mission) and respect the Kaida (the ethical and procedural boundaries), their creativity is not just accepted but celebrated.

To make these concepts more concrete, let’s examine four scenarios on the corporate “stage” and see how a leader can choreograph responses as a performance, using the ideas of Sam, Kaida, and Palti along with the roles we discussed:

Leadership in Action: Scenes from the Corporate Stage

1. Leading a Team – Ensuring Harmony in the Ensemble

Scenario: A project team in a consulting firm has hit internal conflict. Two senior team members strongly disagree on the approach to a client’s project, and the debate is stalling progress. The leader must resolve this and maintain team harmony.

In this situation, the leader steps into the roles of accompanist and mediator, using a performance mindset to restore rhythm. The Sam here is the shared goal – delivering a successful project to satisfy the client and uphold the firm’s reputation. The leader reminds the team of this common horizon: “Ultimately, we all want to provide the client with the best solution; that’s our North Star.” By refocusing everyone on the Sam (the bigger purpose), the leader creates a point of unity beyond individual egos.

Next, the leader examines the Kaida, or framework, that might guide the resolution. Perhaps the firm has a standard process for decision-making or conflict resolution (like consulting a knowledge base or a principle of “fact-based debate”). The leader enforces this constructive structure: “Let’s gather data on both approaches and have a structured brainstorming session, as per our decision protocol.” This is akin to ensuring that despite the discordant notes, everyone stays in the same taal (time cycle) and uses the agreed-upon rhythm (communication ground rules) to work through differences.

During the ensuing discussions, each person’s argument and counter-argument can be seen as paltis – variations in the dialogue. The leader’s role is to keep these exchanges respectful, empathetic, and productive (keeping the “music” harmonious even as different themes are explored). They listen actively (leader as accompanist, tuning into each perspective). If tensions rise, the leader might introduce a gentle “pause” or even humor – much like a drummer inserting a light flourish to ease the intensity – to diffuse anger. They encourage each party to articulate not just their position but the concerns and values behind it (similar to bringing underlying motifs to the surface). This reflective dialogue is the equivalent of a musical sawaal-jawaab (question-answer) where ideas riff off each other rather than colliding.

Finally, the leader seeks a resolution that brings the team back to Sam. Through compromise or a new synthesized approach, they align the team on a decision and explicitly link it back to the shared goal: “We’ve decided on approach X, which addresses the client’s needs and lets us incorporate the best of both suggestions. This keeps us on course toward our ultimate goal of client success.” In musical terms, the dissonance resolves to a consonant chord, landing back on the sum of the beat. The conflict thus becomes an opportunity for the team to reaffirm its unity and values. Moreover, by handling it in this manner, the leader sets an example (a small performance in itself) of collaborative problem-solving. The team has witnessed in practice the values of empathy, active listening, and joint ownership – and this strengthens the team’s cohesion for future “performances.” The ensemble emerges more in tune with each other, having navigated a complex passage and returned to harmony.

2. Navigating Organizational Change – Bridging Tradition and Innovation

Scenario: A well-established company is undergoing a digital transformation. New technologies and processes are being introduced to stay competitive, but there’s concern about losing the company’s traditional culture and alienating long-time employees. The leader must guide this change delicately, preserving core identity while embracing innovation.

This scenario is like choreographing a fusion performance – blending a classical style with a modern twist. The leader first identifies the organization’s Sam: the vision of a thriving future that also stays true to the company’s identity. They articulate a clear vision such as, “We will become a digital-era leader without losing our 50-year commitment to customer intimacy and quality.” This vision is the horizon that reassures people the heart of the company will remain intact. It’s comparable to stating the raag (melodic framework) upfront so everyone knows the emotional theme that will pervade the performance even if new riffs are introduced.

The Kaida for this change is essentially the change management framework and cultural principles the leader establishes. For instance, they might set up a phased implementation plan for the new technologies, training programs for employees (so everyone can learn the new “steps” of the dance), and forums for feedback. Additionally, they consciously honor certain traditions as anchors: legacy product lines might continue, or symbolic company rituals (like the annual family day or reward ceremonies) are retained and digitized rather than scrapped. These are the “recurring bols” – familiar touchpoints in the rhythm that help people feel continuity. The leader might say, “We’re going to carry our core values of integrity, quality, and respect into every new tool we adopt – those values are non-negotiable anchors.” By doing so, the leader ensures that while the form changes, the essential rhythm of the culture persists.

Now, as new practices roll out, employees and managers will have myriad reactions and adaptations – these are the paltis. One department might invent a clever tweak to a new software to make it fit their workflow better; another might struggle and develop workarounds or voice concerns. The leader’s job is to encourage positive variations and address dissonant ones, maintaining balance between tradition and change. For example, if an old sales process is replaced by a CRM system, a veteran salesperson might feel lost and revert to her old notebook (a dissonance from the new rhythm). Recognizing this, the leader (or managers coached by the leader) could pair her with a tech-savvy younger colleague for training – a compassionate response that blends the old and new (the experienced rep’s client knowledge with the junior’s digital ease). In contrast, if some employees creatively find that the new CRM can generate custom reports that give better client insights (an improvisation that adds value), the leader amplifies that discovery company-wide, similar to how a good accompanist picks up a melodic cue from a soloist and echoes it for emphasis.

Throughout the transformation, returning to Sam is crucial. The leader regularly communicates progress in terms of the overarching vision: “Our customer satisfaction scores are rising thanks to these new tools – showing we are indeed strengthening our tradition of customer intimacy through innovation.” Success stories that highlight both innovation and preserved culture are celebrated, reinforcing the narrative that the company’s core heart is beating strongly in its modernized body. By the final act of this “play” – say the company fully operates on new digital platforms – employees see that the feared loss of culture never happened; instead, the culture evolved and perhaps even became richer (as new practices were integrated with beloved old values).

This balancing act yields an organization that is agile yet rooted. The leader’s choreography ensured that the essence (rasa) of the company – its identity – remained sweet and recognizable, even as the outward form was updated. In effect, the leader performed a delicate dance, harmonizing tradition with innovation so that the two enhanced each other rather than competed. The result is much like a successful fusion concert: the audience (stakeholders) experiences something novel and dynamic without feeling that the soul of the art was lost.

3. Fostering Innovation – Improvisation Within a Framework

Scenario: A tech startup is pushing its team to come up with a breakthrough new product. Creativity is paramount, but so is alignment with the company’s strategy and brand. The leadership challenge is to encourage free-wheeling innovation while keeping efforts coherent and purposeful.

This scenario is reminiscent of a jazz ensemble or an Indian classical jugalbandi session (a duet of two lead artists) where improvisation is the main draw. The leader here focuses on setting the stage for creative performance. First, the Sam or guiding star for innovation must be defined: perhaps it’s the user problem or experience the startup is devoted to solving. For example, the leader may frame, “Our north star is making personal finance easy and accessible to the under-banked population.” That mission becomes the anchor that any new product idea should ultimately serve. No matter how wild the brainstorming gets, the expectation is that ideas circle back to deliver that core value to users.

The Kaida in an innovation context is the innovation process and culture established. The leader might institute things like hackathon days, a budget for experimental projects, or a rule that “no idea is too crazy to voice” in brainstorming – these are structures that paradoxically create freedom by providing time, space, and psychological safety for creativity. It’s like setting a melodic scale within which musicians are invited to freely explore notes; the scale constrains slightly (so they don’t veer off-key) but mostly it provides a launchpad. The leader also keeps certain constraints clear – for instance, budget limits or core brand principles (e.g., “we never compromise on user privacy”). These constraints are not meant to cage innovation but to guide it so that the eventual innovations are viable and aligned with the company’s identity. Think of it as the “rules of the game” for improvisation.

Now comes the flurry of paltis: engineers sketching unusual feature ideas, designers prototyping unconventional interfaces, marketers suggesting offbeat positioning – the leader sees these as different improvisational solos emerging. They encourage as many variations as possible, fostering a climate where divergent thinking is rewarded. Importantly, the leader acts as an accompanist-conductor in the jam session – listening to each idea, highlighting the promising riffs, and subtly steering the group with questions like “How might this solve our user’s biggest pain point?” or “Does this align with our mission of accessibility?” These questions gently nudge the improvisations to align with the Sam without stifling the creative flow. The leader might notice two teams independently converging on a similar concept and facilitate a “duet” by bringing them together to collaborate – similar to orchestrating harmony between musicians exploring the same theme.

Throughout, the leader maintains an atmosphere of playful exploration coupled with purpose. Setbacks or off-key ideas are handled with curiosity rather than criticism. If a particular “improv solo” (say a prototype) fails, the leader frames it as learning – analogous to a musician laughing off a missed beat and jumping back into the rhythm. They model resilience and openness, which keeps the fear of failure at bay and the creative momentum high.

As promising innovations bubble up, the leader then helps the team converge back on the Sam. This might involve selection meetings where ideas are evaluated against the vision and feasibility. Here the earlier freedom gives way to discernment – a necessary shift from diverging to converging. The leader ensures that the final concept chosen is not just novel but clearly tied to the company’s mission (for example, the chosen product idea tangibly makes personal finance easier for under-banked people in a way that existing solutions don’t). By doing this, they bring the performance to a satisfying resolution: the improvisations conclude on a strong, meaningful note.

The outcome of this carefully choreographed innovation “dance” is a breakthrough that the whole team feels invested in. The environment of guided improvisation likely yielded not only a great product concept but also heightened team morale and creative confidence. People saw their ideas valued and their talents utilized. The leader successfully played dual roles – setting the rhythm (structure) and encouraging the melody (creativity) – demonstrating that with the right leadership, innovation can flourish without chaos, and discipline can coexist with imagination.

4. Managing Crisis – Holding the Rhythm Under Pressure

Scenario: A sudden crisis hits a company – perhaps a sharp economic downturn slashes revenue, or a public relations fiasco shakes customer trust. The leader must guide the organization through turbulent times, keeping it intact and ideally emerging stronger.

This is the ultimate test of leadership performance. In a crisis, the leader often must simultaneously be the steady accompanist and the commanding soloist, much like a seasoned performer who can carry the show when things go awry. The concept of tihai from tabla is instructive here: a tihai is a thrice-repeated phrase that powerfully concludes on the Sam, often used to signal the end of a piece or the resolution of a dramatic tension in music. Leading through a crisis can feel like executing a tihai – it requires focus, repetition of core messages, and a driving effort to restore stability at the end.

The Sam in a crisis is the vision of stability and recovery. When chaos looms, people desperately need something firm to hold onto. A wise leader immediately articulates the core priorities and end-goal that will see the organization through the storm. For example: “Our top priority is to ensure the well-being of our employees and continued service to critical customers; if we do this, we will make it through and rebuild stronger.” This statement serves as that convergent beat that everyone should aim to land on together. It provides hope and direction: no matter what improvisations (tactics) happen in the coming weeks, they should all eventually lead back to this point of safety and recovery.

The Kaida during crisis is the crisis management plan or protocols in place. Ideally, the organization has some prepared structures – a chain of command for emergencies, communication guidelines, contingency funds, etc. The leader leans on these frameworks to create order. It’s comparable to a performer falling back on rigorous training under stress – the rehearsed patterns take over when adrenaline hits. The leader might convene a crisis response team (existing structure), establish a clear meeting rhythm (daily briefings at 9 AM to update everyone), and activate contingency procedures (like temporarily cutting discretionary spending as per a prepared plan). This framework acts as the time signature that keeps everyone marching to the same beat rather than descending into confusion. Even if the framework wasn’t fully prepared beforehand, a leader can create simple temporary structures (“war rooms,” defined short-term goals) to impose rhythm on chaos.

Within that structure, numerous actions are needed – these are the paltis, the improvised moves to address the specific challenges of the crisis. For instance: communicating openly with employees and investors to manage panic (Palti 1), making tough but empathetic decisions like budget cuts or pivots (Palti 2), and finding quick wins to boost morale (Palti 3, perhaps securing a small new contract or celebrating a team that solved a critical operational issue). The metaphor of the accompanist leader as a tanpura – the instrument that continuously hums the tonal foundation – is especially apt in crisis. The leader must exude a steady presence and emotional resilience that underpins all these varied actions. Even while they themselves may be strained, they serve as the emotional anchor for others. This could mean keeping a calm and confident demeanor in public communications, being visibly present with teams (even if virtually, turning on the camera and looking into people’s eyes), and acknowledging fears while projecting belief in the collective ability to overcome the challenge.

One can imagine the crisis period as an intense musical improvisation: tempos speed up (urgent issues), volumes rise (tensions), and unexpected dissonances appear (new problems). The leader’s task is to guide the troupe through a coordinated finish back on Sam. Concretely, this might involve rallying the organization around a short-term recovery target that signals turnaround – for example, “If we can return to profitability in two quarters, we will have survived – let’s make that our collective performance finale.” They then repeat this message clearly and consistently (like a tihai phrase) in every forum, aligning decisions and actions to hit that mark. When the organization eventually does stabilize and perhaps meets that target, the leader openly recognizes the collective effort and ties it back to the core mission: “We got through this by sticking to our values of integrity and by supporting each other – that’s what defines our company.” This closure reinforces the idea that returning to fundamentals (Sam) is what resolves turbulence.

In the aftermath, the audience (employees, customers, stakeholders) should feel a sense of catharsis, much as an audience does at the end of a dramatic raga performance. They have witnessed not just a recovery, but a reaffirmation of what the organization stands for. The crisis becomes a story of resilience in the company’s narrative. The leader’s ability to hold the rhythm – keeping people focused on the mission and following through on commitments – while also improvising adeptly – adapting tactics and showing empathy – will likely earn trust and loyalty that last well beyond the crisis itself. It is a virtuoso performance in leadership, one that requires both mastery of technique (strategic and operational skill) and depth of soul (courage and empathy under fire).

Conclusion

Great leadership, like great art, is a dynamic performance that engages both heart and mind. By looking at leadership through the lens of an artistic performance, we uncover powerful metaphors and lessons. The leader as a choreographer teaches us the importance of vision, structure, and creative design – setting a stage where others can excel. The leader as a performer underscores the need for authenticity, presence, and leading by example – embodying the values and energy you wish to see in your organization. The leader as an accompanist highlights humility, empathy, and the strength found in making others shine – creating a shared heartbeat of trust and purpose.

From the tabla and its rhythmic wisdom, we learn how to balance consistency with adaptability: establishing a steady Samof core ideals, a Kaida of guiding frameworks, and embracing Palti improvisations when needed, always returning to our center. These concepts remind us that leadership is a disciplined art – neither rigidly scripted nor chaotically ad-libbed, but a dance within a guiding rhythm.

In practical terms, these insights bridge directly to daily corporate life. They encourage leaders to view team conflicts as moments to restore harmony, organizational changes as choreographing new dance moves on an old stage, innovation drives as musical jam sessions that benefit from a clear key and tempo, and crises as intense crescendos that demand both control and creative resilience. At each turn, the artistic metaphor urges the leader to be more mindful of the human element – the emotions, the aspirations, the need for meaning – which is often what differentiates a truly inspiring leader from a merely competent manager.

Moreover, the ancient concept of Sahahridaya or “shared heart” emerges as a timeless leadership principle: the ability to resonate with others so deeply that you move as one, feeling the highs and lows together. A corporate leader who cultivates this empathetic connection finds that their team is not just complying with instructions, but genuinely following with trust and enthusiasm. It’s the difference between an audience that claps out of obligation and one that gives a standing ovation because they were moved. Leadership that achieves Sahahridaya fosters workplaces where people feel seen, heard, and valued – and such teams can accomplish remarkable feats, just as an aligned ensemble can deliver a breathtaking performance.

In the theatre of leadership, every meeting, project, and presentation is a scene in a larger play. The curtains never truly close, but the players do change and new acts begin. By embracing the roles of visionary choreographer, authentic performer, and empathetic accompanist, a leader can choreograph an organizational performance that is cohesive, vibrant, and impactful. By paying attention to rhythm and allowing improvisation, they ensure the performance is resilient and creative. And by connecting with the audience – employees, customers, community – with a shared heart, they transform what could be a routine business transaction into something meaningful and memorable.

In the end, leadership done artfully turns work into a form of art itself – one that not only achieves objectives but also enriches those involved. It elevates the everyday “stage” of the office into a space of learning, expression, and purposeful collaboration. Just as a beautiful dance or rousing musical piece can leave spectators energized and united, a well-led organization can leave its people and beneficiaries feeling inspired, connected, and part of something larger. That is the true performance excellence in leadership: when the leader’s choreography enables everyone to perform at their best and create value far beyond the sum of individual efforts, touching minds and hearts alike.

Annexure : Sources and References

“Sam as Horizons” concept note – Internal document illustrating tabla metaphors (Sam, Kaida, anchors, paltis) as analogies for life’s ideals, cultural values, and human responses.
“Leadership Roles – Choreographer, Accompanist, Performer” – Internal whitepaper exploring Indian classical performance roles and their philosophical underpinnings (rasa, advaita, seva), applied to leadership contexts (egoless leadership, interdependence, adaptability).
“Sahahridaya – The Lost Art of Listening with the Heart” – Internal article on the Sanskrit concept of Sahahridaya (shared heart) explaining empathetic presence in communication, with parallels to leadership as an accompanist (tuning into the team’s emotional rhythm and holding space).
Bharata Muni. Nātyaśāstra (c. 200 BCE). – Ancient treatise on Indian dramaturgy and dance, which introduces the theory of Rasa (aesthetic flavor) and the importance of evoking a shared experience in the rasika (audience); foundational text illustrating how performance can transcend mere technique to touch hearts.
Abhinavagupta (c. 1000 CE). Abhinavabhāratī – Commentary on the Nātyaśāstra by the Kashmiri philosopher, elaborating on Sahṛdaya (one with a resonant heart) as the ideal sensitive spectator who fully empathizes with the aesthetic experience; this concept underlies the idea of deep emotional connection between performer and audience.
Nirmala Mani Adhikary (2010). “Sahridayata in Communication.” Bodhi: An Interdisciplinary Journal, 4(1), 150–160. – A modern analysis of Sahahridaya applied to communication theory, describing it as a state of common heart and mutual understanding between communicator and receiver – reinforcing its relevance to empathetic leadership and organizational dialogue.
Robert K. Greenleaf (1970). The Servant as Leader. – Seminal essay (and subsequent book Servant Leadership, 1977) introducing the concept of servant leadership, where the leader’s priority is to serve others – a philosophy echoed in the accompanist metaphor (leaders elevating others, exhibiting humility, stewardship, and empathy).
Max De Pree (1987). Leadership Is an Art. – Influential business book by a corporate CEO drawing on the metaphor of leadership as an art form; emphasizes concepts like covenantal relationships, fairness, and enabling others’ gifts – complementing the idea that leadership combines creativity, vision, and human-centric practices akin to an artistic performance.

Sunday, 20 July 2025

The Choreography in the Theatre of Leadership Performance